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Essay / Research Paper Abstract
This 9 page paper begins with a discussion about knowledge and knowledge management and how human resources relates to knowledge management. The essay then focuses on knowledge management in educational settings, providing ideas for implementation and examples. Bibliography lists 10 sources.
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9 pages (~225 words per page)
File: ME12_PGkmsc10.rtf
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some way, sharing it and then applying it in practical situations. Organizational knowledge incorporates all of the tacit and explicit knowledge members of the organization possess about systems, processes and
products (Chivu & Popescu 2008, p. 54; Bryant 2003, p. 32; Petrides & Nodine 2003). It is all the knowledge that is codified in any form and it also includes
tacit knowledge that can be revealed in the organizations culture, in their normal routines and in the "know-how embedded in social processes" (Bryant 2003, p. 32). Tacit knowledge is embedded
in peoples minds. It is both intuitive and contextual (Murty n.d.). It is linked to experiences and memories which makes it very difficult to communicate and codify (Murty n.d.). Tacit
knowledge accounts for about 70 percent of all the knowledge in any organization, regardless of industry or field (Murty n.d.). If this knowledge is going to be useful, the organization
must find a way to discover and codify it. This is where knowledge management comes into play. There are four modes that create knowledge: "socialization, externalization, internalization, and
combination" (Bryant, 2003, p. 32). When one person shares their knowledge with another person, tacit knowledge is created through those socialization processes (Bryant 2003, p. 32). The receiver of that
tacit knowledge internalizes it. Tacit knowledge lead to explicit concepts through things like metaphors, models, analogies or from form education, all of are from the externalization mode (Bryant 2003, p.
32). The combination mode is a process where more than one mode is used to create knowledge (Bryant 2003, p. 32). An overwhelming proportion of people, 78 percent, share knowledge
through informal communication processes, such as personal conversations. Sharing information is part of knowledge management (it is the discovery phase) and should be encouraged by managers and supervisors. There are
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